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3.
This session
▪ Abstract:
"I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my being the only
source of my knowledge".... We've all heard objections like these - reasons why key individuals cannot spare
the time to share knowledge or to collaborate with others.
Whatever their role, be it as executives, consultants, sales people or any other part of your organisation, for
Social Business to truly revolutionize your organization's culture and productivity, these objections must be
overcome.
Learn from Stuart's many years of experience of driving adoption in organisations around the world, to find out
how to make the benefits of Social Business irresistible for all your staff, no matter how immovable they might
appear!
!
▪
▪
▪
▪
!3
It is not technical…
Not specific to IBM Connections
Based on experience rather than exhaustive study
Focused on users or groups of users, not the organisation as a whole

26.
McKinsey & Co (March 2013):
▪ Nine out of ten executives whose organizations
use social tools report some measurable business
benefit with employees, customers, and business
partners
!
▪ 20 percent of organizations using social
technologies now ‘fully networked’
!
▪ About one-third of executives say their companies
use data from social-technology interactions to
respond immediately to either consumer or
employee concerns
!26
Ref: http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results

42.
Other common objections
‘It’s a fad’
‘Social is what my kids do…’
‘My position depends on my being
the only source of my knowledge’
‘I’m worried we’ll cause a crisis’
‘I’ll lose control’
‘It’s a waste of time!’

45.
Two combat strategies…
▪ Anticipation
▪ Pre-empting objections – in other words by anticipating and responding to the objection before the user has
even had a chance to voice it
▪ Adaptation
▪ Dealing with the objection as it arises
!45
Image via http://www.mountaingoatsoftware.com/blog/balancing-anticipation-and-adaptation

49.
A) Always start with personal productivity…
▪ How do you ‘do business’?
▪ How can you do it better?
▪ How much time do you spend finding information?
▪ How do you find people?
Personal is much easier to discuss than organisational…
!49

50.
Then go deeper…
▪ How do you run your meetings?
▪ How do you distribute information?
▪ How do you run projects?
▪ How do you capture ideas?
▪ How do you gather feedback?
!50
Image via http://www.susanneblomberg.com/en/wp-content/uploads/sites/2/2013/05/magnifying-glass.jpg

51.
For each task, there is a better way…
‘An effective meeting is 80% planning, 20% execution. Too often people spend most of their time in the
meeting and the least amount of time getting ready for it. Plan better meetings. They don’t just happen.’
Tim Lewis
▪ Determine the nature of the meeting
▪ Create a community for the team
▪ Set up the meeting as an activity
▪ Define purpose and draft agenda
▪ Collaborate on the agenda
▪ Schedule the meeting
▪ Meet using Sametime
▪ Follow up in the community
!51
Image via http://www.gaebler.com/images/Article/Running-Good-Meetings.jpg
Quote via http://www.netspeedleadership.com/article.php?article=14 & Michael Sampson

54.
How much time do we waste?
Pace Productivity Study:
How Sales Reps Spend Their Time, 2010
National Bureau of Economic Research
‘What Are We Not Doing When We're Online’, October 2013
!54
NBER study via http://blogs.hbr.org/2013/10/the-more-time-we-spend-online-the-less-time-we-spend-working/
Pace Productivity Study available at http://www.paceproductivity.com/files/How_Sales_Reps_Spend_Their_Time.pdf

57.
D) Offer measurable positive trade-off in return…
Successful collaboration initiatives need to:
▪ Take into account the specific business activity, or context around which people collaborate so that
collaboration becomes a natural part of what they need to do every day.
▪ Compensate for any change in the routines or habits of individual participants — for example, this
compensation could be in the form of a reduction in the amount of effort required by those individuals to
carry out their work (especially when individual workers can carry out their collaborative work using email or
other personal collaboration tools)
!
- Gartner’s Magic Quadrant for Social Software in the Workplace 2013
!57

62.
D) Social and Governance are not mutually exclusive
▪ Many archiving, governance, security tools for Social Business platforms, e.g.
!62
More details on Actiance Vantage at http://www.actiance.com/vantage

63.
B) Social != Open
Connections and other Social Business platforms have very granular levels of
security
By community /
sub-community
By library
By file
Backends are
highly compliant
Many governance
solutions available
Not limited by entity type - can mix communities and individuals when sharing
Image via http://info.netcenter.net/Portals/192612/images/istock_000022579586medium-resized-600.jpg

64.
C) How do you control security today?
▪ Typically… Policies, procedures and guidelines
!
▪ IBM’s Social Computing Guidelines provide excellent template:
▪ Available as PDF and on Slideshare
!
▪ Also very useful list of List of 40 Social Media Staff Guidelines
!64
IBM PDF at https://www-304.ibm.com/connections/blogs/09100912-b777-4fcf-b726-f28424d9dc44/resource/IBMSocialComputingGuidelines.pdf
IBM Slideshare at http://www.slideshare.net/stefanopog/ibm-social-computing-guidelines
List of 40 Social Media Staff Guidelines at http://laurelpapworth.com/enterprise-list-of-40-social-media-staff-guidelines/

66.
How’s that working for you?
▪ So is it happening?
▪ Do they always ask you so they can tell others?
!
▪ Do colleagues actually read the updates?
▪ How do you update your team today?
▪ How do you find out what your peers are working on?
!66
Images via http://www.thoughtfarmer.com/files/2011/03/deleted-70000-445.jpg and
http://www.interact-intranet.com/wp-content/uploads/2013/02/Content-Image-1-881x1024.png

68.
Negativity
▪ These behaviours and opinions are not new
!
▪ They were voiced at the water cooler, at the bar or over the phone
!
▪ But if they are an issue, then fall back on:
▪ Governance tooling
▪ Policies and ethical standards
▪ Complaints & disciplinary procedures
!68
Image via http://wordsandtoons.files.wordpress.com/2008/07/watercooler.jpg

70.
Reduce the friction
▪ In my experience, Social Business adoption is hindered more by barriers to access than any other factor
!
▪ E.g. One of my customers requires the following:
!
!
POWER ON PC
!
UNLOCK BIOS
!
S TA R T
WINDOWS
LOGIN TO
WINDOWS
LOGIN TO VPN
LOGIN TO
PRODUCTION
NETWORK
SSO TO
CONNECTIONS
SHARE
!
▪ Would you bother?
!
▪ Native apps on desktop and mobile devices make all the difference, particularly when VPN or access to DMZ
is seamless. If not, why not?
!70

71.
The measure is always Twitter and Facebook*
▪ Sharing and access to shared resources and content must be as easy as the public Social networks
!
▪ If it’s not, why not?
!
▪ All of the major vendors have mobile apps, improving all the time… Use them and ensure you deploy to all
devices
▪ Pre-configured with user names and passwords
▪ With notifications enabled
▪ With security and remote-wipe etc. enabled
!
▪ Should feature strongly in immersion workshops (see later slide)
!71
* And often Dropbox too…

72.
Consider “Immersion Workshops”
Build company and culture-centric platform and data set
Not live/production platform - all content will be deleted
Create manufactured personas
Run workshops where users get to experience platform and interact with others
Then give access to production platform
Image via http://noahwebb.com/wp-content/uploads/2011/11/Immersion1.jpg

73.
No better way to drive adoption than to adopt oneself
▪ As an advocate for Social Business in your organise you should live and breathe it…
!73

74.
In summary…
▪ Users have reasonable objections
!
▪ Listen, understand, document, propose, revisit…
!
▪ Focus on personal productivity before organisational productivity
!
▪ Mobile access is a massive part of overcoming objections. Make it seamless!
!
▪ Security and behaviour concerns can be managed using governance tools and policies
▪ And finally…
You will likely never get 100% buy-in or adoption, even if all objections are overcome…
!74